1、Reinventing Insurance SeriesAGE OF ACCELERATION:NEXT GEAR 10 to dos for Insurance CEOs in 2026Global dynamics have accelerated.Fragmenting geopolitics,more interventionist industrial policies,and digital sovereignty are forcing insurance executives to rethink where to deploy capital,talent,and techn
2、ology.Private capital is structurally reshaping insurance through run-off deals,consolidation,and asset-intensive platforms.Meanwhile,as in many industries,generative and agentic AI are moving from experimentation into production,changing how work is done,how decisions are made,and introducing new,c
3、omplex risk management needs.As a result,decision cycles are shortening,capital is becoming lesspatient,and competitive advantages are at risk of decaying faster.Looking back to 2025 growth,relevance,resilienceIn last years edition,1 we argued that insurers needed to grow faster where they had a rig
4、ht to win,remain relevant to customers and society,and build resilience into earnings and capital.That logic still holds as shareholders still demand growth,capital discipline,and a clear portfolio story.M&A activity has become more polarized,with private capital often setting the pace in attractive
5、 segments,while undifferentiated core books continue to trade at a discount.AI adoption has also bifurcated:a small number of leaders are scaling few,high-value use cases and seeing material P&L impact,while most remain stuck in pilot mode.The themes from 2025 still apply but clarity,focus,and speed
6、 now matter more than ambition alone.Three catalysts for insurers in 2026Geopolitics and regionalization are now key operating constraints.Geopolitics has moved from background noise to a CEO-and board-level design variable.Insurers must make explicit choices on where they deploy capital,talent,and
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